COMMENTS ON SUPERVISION PROGRAM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R000300120015-4
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 3
• Document Creation Date: December 9, 2016
• Document Release Date: May 4, 2001
• Sequence Number: 15
• Publication Date: June 17, 1964
• Content Type: MF

Approved For Release 2001/07/31 : CIA-RDP80-01826R000300120015-4
MW FOT s QiJs f 0, BS 7
SUBJECT t Counts on Supervision Program
glad to got the counts of your people on the prem.
One point which appeared for the second time should be as eredt
your people believe that the Panel's questions and answers were canned,
I can essure you and them of my personal knowledge that this is untrue.
I helped to receive the questions and sort them into categories at the
last session. They were not available to the P -l members before the
Pawl meeting except that I managed a preview for a *w of the Personnel
questions for Mr. Echols 15 minutes before the Panel show bed.,
There has been ON canned question subiedtted, I prepared it to
cover a point which we had been asked to include in the lecture and which
ould not include. THIS Q#STSCN WAS NO? USED.
If there was any element of familiarity in the Pa elts answers
any of the guest .ons,, I would say that this is explained by the fact
that several of the questions used were carried over from the first
program.
If your people want to know how senior people react to unexpected
questions: they have seen them in operationt
STATINTL
t..DMINISTRATI E USE QRILY
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 Approved For Release 2001/07/11 : CIA-RDP80-01826R000300120015-4
16 JUN 1964
MEMORANDUM FOR : Director of Personnel
SUBJECT : Critique - Supervisory Responsibilities Indoctrination
1. Eleven BSD employees, in grades GS-7 through GS-14, attended the
Supervisory Responsibilities Program on 9 June 1964. This memorandum
submits combined views of the group.
2. All of our supervisors felt that their attendance at this program (and
absence from their jobs for the time involved) was well worth it. Not only did
we feel that the program served as a timely reminder of our responsibilities
as supervisors but the group also felt complimented that the Agency would
invite them to such a program and devote many manhours to it. If for no other
reason, therefore, than to be recognized as supervisors who have peculiar
problems stemming from that supervisory role, our employees were pleased
to have attended.
a. Comments on the overall program were favorable. The group
agreed that having the Director of Personnel follow the Director of
Central Intelligence gave a proper emphasis to Personnel's role in
supervisory development. Moreover, the group agreed that the Medical
Staff should be represented in any future programs. Notable again,
however, was the absence of the Director of Training. All of our
supervisors felt that since training of a subordinate employee is an
important aspect of supervisory responsibility to that employee, training
should be given some emphasis in any supervisory development program.
Also, the group felt that the panel concept was good and should be
continued. However, it was noted by almost all of our supervisors that
the impetus of the day's program began to "fizzle" near the end and that
there was a need for a specific "wrapping up" after the panel. It was
suggested that someone else other than the Executive Director chair
the panel and that the Executive Director could be the individual to close
the program with a summation on the purpose of the program, what it
intended to accomplish, the importance of proper supervision, etc. , all
of which would serve as a proper closing of the day's activities. While
the Executive Director attempted to do this in his last few comments as
chairman of the p$!nb?l; 'Would like to see a specific protion of the
program, the last half hour, devoted to a summation.
b. With re1etenc'e t8 Wecific portions of the program, our
supervisors were impressed with the content of the lecture presented by
the Director g grso4$e .J had a lot to say. We could have
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profited, however, from additional examples or illustrations of some of
the points he was making. We were disappointed in the content of the
lecture by Chief, Medical Staff and felt that the last half of his talk con-
sisted of vague, philosophical generalities that had very little relevancy
to the medical aspects of supervision and which tended to weaken his
participation in the program. Again, it was suggested that Chief, Medical
Staff provide specific examples to illustrate his interest in supervisory
performance and improvement. With the kinds of problems falling within
the activity of the Medical Staff, we felt that his lecture could have been
much more meaningful and helpful had he reduced his comments to terms
that could be easily understood and had he complemented his comments
with examples. It was this aspect that made the lecture by the Deputy
Director for Support so interesting and effective. His sentences were
short, understandable, and his illustrations specific. Our supervisors
were very much impressed with the opportunity to see the "boss" in
action and to hear directly from him what he expects of supervisors in
the DD/S.
c. With respect to the panel, our supervisors got the impression
that the questions and answers were "canned" and that the panel lacked
the spontaneity of unexpected questions and extemporaneous responses.
The point was made that since many of our supervisors face situations
that call for a quick reaction without time for advanced preparation, that
we could have profited from an observation of the panel members in
action under the same situation.
4. Our supervisors welcomed the opportunity but now feel there should be
some follow-up. One suggestion made was that the office head, in our case the
Director of Personnel, could follow this program with a reduced version of
his own. For example, the Director of Personnel might hold a meeting in the
auditorium of all Personnel supervisors where they would have the opportunity
to hear from him in more specific terms what is expected of Personnel
supervisors and to raise with him and possibly a panel of Personnel Division
Chiefs questions on which Personnel supervisors may need specific guidance.
Such a meeting could be for just one or two hours duration but would tend to
personalize the head of the office with his supervisory staff as well as to provide
supervisors the opportunity to confront the head of the office.
Chief, Benefits and Services Division
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